Customer Value

Woodruff defined customer value as a customer's perceived preference for and evaluation of product attributes, attribute performances, and consequences in use, organized in a means-end hierarchy, and proposed customer value determination as a source of competitive advantage. The title says it: a construct from services research, handed to the strategy family as the thing to compete on next.

The only cell among the ten anchored in the Journal of the Academy of Marketing Science. It sits between SERVQUAL and service-dominant logic on the Core Table, and its curated source is Positional Advantage from the capabilities column: the place where the services column borrowed the strategy column's logic.

One curated link out, to Customer Equity and CLV (value equity in the customer equity model is customer value as defined here), plus 11 deep-dive mentions in seven families: market-driven strategy, the customer value-based theory of the firm, value-based marketing, the loyalty effect, enduring customer value, physical distribution service, and outside-in strategy.

One curated link in, from Positional Advantage (Pa). The anchor cites 12 other anchor works, among them Day (1990, 1994), Dwyer, Schurr, and Oh (1987), Griffin and Hauser (1993) on the voice of the customer, Zeithaml (1988), and both market orientation anchors. It is a strategy paper that happens to be about value.

Eleven anchor works in seven families cite it: Supply Chain Orientation (Mentzer, Flint, and Hult, 2001), Brand Portfolio (Morgan and Rego, 2009), Market-Driven Firm Capabilities (Vorhies, Harker, and Rao, 1999), Trust, Value, and Loyalty (Sirdeshmukh, Singh, and Sabol, 2002), Quality, Value, and Satisfaction (Cronin, Brady, and Hult, 2000), Customer Channel Migration (Ansari, Mela, and Neslin, 2008), Demand and Supply Integration (Esper et al., 2010), and Critical Service Logic (Grönroos and Voima, 2013).